1. Chapter 9 Teamwork and Team Performance Teamwork and Team Performance

2. Topics o Teams, Teamwork, and Creating a High Performing Team o Task and Maintenance Leadership Includes: o Distributed leadership o Task activities o Maintenance Activities o How to lead groups and teams o Norms o Team Cohesiveness Video goes here

4. What is teamwork? Teamwork occurs when group members work together in ways that use their skills effectively to accomplish a purpose Teams add value to the work processes because working as a team can be more efficient than working alone. T EAMWORK

5. H OW TO CREATE A HIGH PERFORMING TEAM Communicate high-performance standards Set the tone in the first team meeting Create a sense of urgency Make sure members have the right skills Establish clear rules for team behavior As a leader, model expected behaviors Find ways to create early “successes.” Continually introduce new information Have members spend time together Give positive feedback

6. C REATING A HIGH PERFORMING TEAM S TARBUCKS EXAMPLES Teamwork is essential for the success of Starbucks. Employees are called "partners" and after employees are hired, they are given more training and knowledge of how to be a part of Starbuck's team. (Make sure members have the right skills) Starbucks philosophy: “Leave no one behind” 24 hours of in store-training about coffee, how to meet, greet and serve customers. Part time workers are also repeatedly told how much they are valued during their 24 hours of training during their first 80 hours of employment. (www.usatoday.com/money/smallbusiness/ask/2002/05-20-teamwork.htm) (www.workforce.com)

7. CREATING A HIGH PERFORMING TEAM S TARBUCKS EXAMPLES (Create a sense of urgency) Employees have a right to participate in revising company policies as well as a manager. Each staff thinks that they also play an important role in company operating, and they can join to work out a direction of Starbucks. These give employees not only respect, but a sense of participation. ( www.freeonlineresearchpapers.com/starbucks-case-study)

8. T EAM B UILDING

9. H OW T EAM B UILDING WORKS 1. Problem or opportunity in team effectiveness 2. Data gathering and analysis 3. Planning for team improvements 4. Actions to improve team functioning 5. Evaluation of results

10. A PPROACHES TO TEAM BUILDING

11. T ASK AND M AINTENANCE L EADERSHIP

12. D ISTRIBUTED LEADERSHIP

13. T ASK A CTIVITIES Directly contribute to the performance of important task. Leaders at Starbucks have provided a structure that allows partners to infuse themselves into their work, so that they can inspire customers in legendary ways. The leaders call this the “Five Ways of Being” Be welcoming Be genuine Be considerate Be knowledgeable Be involved

14. T ASK A CTIVITIES INCLUDE : F IVE W AYS OF B EING Be welcoming At Starbucks, “being welcoming” is an essential way to get the customer’s visit off to a positive start. Be genuine At Starbucks, being genuine means to “connect, discover, and respond.” Be considerate Starbucks leadership challenges partners to be considerate of needs on a global level, and staff members.

15. F IVE W AYS OF B EING - CONT. Be knowledgeable When Starbucks leaders ask partners to “be knowledgeable,” they are encouraging employees to “love what they do and share it with others.” Be involved From the perspective of Starbucks leadership, being involved means active participation “in the store, in the company, and in the community.”

16. M AINTENANCE ACTIVITIES Support the emotional life of team as an ongoing social system.

17. M AINTENANCE A CTIVITIES (F IVE WAYS OF B EING ) Be welcoming What’s in the Name? Welcoming people by name and remembering them from visit to visit is a small thing, but it counts. Acknowledgeable Uniqueness Starbucks leadership understands that customers long to have their uniqueness recognized.

18. M AINTENANCE A CTIVITIES (F IVE WAYS OF B EING ) Be genuine Expectations and Service: Connect Legendary service comes from a genuine desire and effort to exceed what the customer expects. Discover Starbucks understands that discovery is essential to developing a unique and genuine bond. Respond Starbucks partners are trained not just to listen to their customers, but to take action immediately based on what they hear, and to learn from these experiences for future customer interactions.

19. M AINTENANCE A CTIVITIES (F IVE WAYS OF B EING ) Be considerate Looking within Considerate actions taken by leadership can serve to encourage thoughtful and respectful behavior among staff members.

20. M AINTENANCE A CTIVITIES (F IVE WAYS OF B EING ) Be knowledgeable Formal training At Starbucks, all partners are encouraged to develop knowledge of coffee that can lead to personal insights for customers.

21. M AINTENANCE A CTIVITIES (F IVE WAYS OF B EING ) Be involved Involvement in the Store One of the best ways to become involved is to look around the office or store for clues on how to make the customer experiences and the business better. In-Store Improvements Management encourages Starbucks partners to be involved in the company, partners often look at how they can improve the manner in which customer needs are served.

22. Be involved-cont. Involvement in the Business Starbucks management makes a point of listening and responding to the ideas and suggestions of partners. Be Involved in the Community Starbucks leadership encourages and supports engagement in creating a community meeting place, to supporting community events, to staff volunteering in community-related activities.

23. H OW TO LEAD GROUPS AND TEAMS

24. N ORMS Ethics norms Organizational and personal pride norms High-achievement norms Support and helpfulness norms Improvement and change norms

25. T EAM COHESIVENESS

26. CONCLUSION